The impetus for this thesis was the identification of the need for a process map for processing new equipment within Otis Sweden. The company had tried before to map their process but had not fully developed the model. This time managers wanted a process map to stabilize the process of managing employees to ensure consistency across projects. The process has been spit in two functions, the sales and the field department, who also have separate budgets. Management were interested to see the relative costs of each department and to have a clearer idea of what each side did during the process. When the author came to the company for the first time to discuss the purpose of the study, the focus turned from functions to possible changes, and a... (More)

The impetus for this thesis was the identification of the need for a process map for processing new equipment within Otis Sweden. The company had tried before to map their process but had not fully developed the model. This time managers wanted a process map to stabilize the process of managing employees to ensure consistency across projects. The process has been spit in two functions, the sales and the field department, who also have separate budgets. Management were interested to see the relative costs of each department and to have a clearer idea of what each side did during the process. When the author came to the company for the first time to discuss the purpose of the study, the focus turned from functions to possible changes, and a search for an improved process. The study maps the current situation and gives recommendations for development of the process; for example, through improvements in measurement and documentation.
The methodology used was a case study, where semi-structured interviews were undertaken to give an overall picture of the process. Interviews worked through the process from start to finish, all those involved in the process gave their portrait of the process. The picture drawn from the interviews and the author’s observations at the company and in the field gave a complete picture of the process. A presentation of the process has been made in text, tables, and in a map.
The conclusions the author would present to the company are fourfold: first there is a need for a clearer process with a stronger customer focus and which gives clarity of direction for the workforce. Secondly, a group should be set up to analyze the company’s possibilities to establish partnership with the four main Swedish building contractors. Thirdly, the company should make better use of the workforce and their competences, creating a learning organization where competences are used to develop the company through the sharing of ideas and know how. The fourth recommendation centers on targets and their measure. It is vital that targets and measures be simplified such that the workforce can readily identify and work with them. This can be achieved partly through measuring how the parts, and the process as a whole, create value for the customer. Even if targets and measures are initiated by managers, it is important that personnel are involved in the process of establishing them. It´s also important that these targets and measures are evaluated and that the company make changes if problems are discovered. (Less)

@misc{3115728,
abstract = {The impetus for this thesis was the identification of the need for a process map for processing new equipment within Otis Sweden. The company had tried before to map their process but had not fully developed the model. This time managers wanted a process map to stabilize the process of managing employees to ensure consistency across projects. The process has been spit in two functions, the sales and the field department, who also have separate budgets. Management were interested to see the relative costs of each department and to have a clearer idea of what each side did during the process. When the author came to the company for the first time to discuss the purpose of the study, the focus turned from functions to possible changes, and a search for an improved process. The study maps the current situation and gives recommendations for development of the process; for example, through improvements in measurement and documentation.
The methodology used was a case study, where semi-structured interviews were undertaken to give an overall picture of the process. Interviews worked through the process from start to finish, all those involved in the process gave their portrait of the process. The picture drawn from the interviews and the author’s observations at the company and in the field gave a complete picture of the process. A presentation of the process has been made in text, tables, and in a map.
The conclusions the author would present to the company are fourfold: first there is a need for a clearer process with a stronger customer focus and which gives clarity of direction for the workforce. Secondly, a group should be set up to analyze the company’s possibilities to establish partnership with the four main Swedish building contractors. Thirdly, the company should make better use of the workforce and their competences, creating a learning organization where competences are used to develop the company through the sharing of ideas and know how. The fourth recommendation centers on targets and their measure. It is vital that targets and measures be simplified such that the workforce can readily identify and work with them. This can be achieved partly through measuring how the parts, and the process as a whole, create value for the customer. Even if targets and measures are initiated by managers, it is important that personnel are involved in the process of establishing them. It´s also important that these targets and measures are evaluated and that the company make changes if problems are discovered.},
author = {Falck, August},
keyword = {Processkartläggning,process,partnering,ramavtal,mätning,kvalitet,kundnöjdhet,byggbranschen},
language = {swe},
note = {Student Paper},
title = {Processers möjligheter i byggbranschen – En fallstudie av ett hissföretags nymontageprocess},
year = {2011},
}